2. QUALITY MANAGEMENT
An Overview
Quality definitions
Quality growth (origin and development of quality
management)
Road ahead- Total Quality Management
Quality measurement
Quality economics
What QUALITY GURUs say (views of quality
experts)
4. TRADITIONAL DEFINITIONS
Quality is freedom from deficiencies
Quality is conformance to specifications
and standards
Quality consists of those product features
which meet the needs of customer
5. NEW DEFINITIONS
Quality is conformance to requirements
(Crosby)
Quality is fitness for use
(Juran)
Quality is a predictable degree of uniformity and
dependability at low cost and suited to the market
(Deming)
Quality is the loss imparted by the product to
society from the time the product is shipped
(Taguchi)
6. DEFINITION AS PER STANDARDS
As per ISO-8402 (OLD)
Quality is totality of features and characteristics of an entity that bear
on its ability to satisfy stated and implied needs.
As per ISO-9000
Quality is degree to which a set of inherent characteristics fulfils
requirements.
8. CRAFTSMEN ERA
(operator self control)
INSPECTION
(Segregation of good items from defective items
QUALITY CONTROL
(Defect prevention)
QUALITY ASSURANCE
(Providing evidence to all concerned that quality requirements
are met in line with customer specs./standards)
ssssssssssss
QUALITY MANAGEMENT
14. WHAT IS TQM
TOTAL QUALITY MANAGEMENT
TQM is an integration of various management
principles leading to excellence. The key
principles of TQM are:
(i) Strong leadership
(ii) Continuous improvement
(iii) Satisfaction of stakeholders
(iv) Customer driven quality
TQM Considers quality in the broadest sense, often
referred to as “Big Q”
15. BIG “Q” Vs SMALL “q”
BIG “Q”
(Total Quality Management)
SMALL “q”
( Conventional Quality Management)
1- Quality of people
2- Quality of processes
3- Quality of infrastructure
4- Quality of Environment
5- Quality of systems
6- Quality of product
7- Quality of service
1- Quality of product
2- Quality of service
.
17. Why measure quality
To assess the present quality level
To quantify improvements in quality
Bench marking for quality
18. MEASUREMENT OF QUALITY: STEPS
1) Quality is split into a number of measurable attributes called
quality characteristics e.g. length, diameter, ovality, surface
finish, temperature, pressure, viscosity etc.
1) Those quality characteristics which are not measurable e.g. taste,
smell, appearance etc., should be made measurable by devising a
suitable system of grading. The grading system should be objective
as for as possible.
3) Define quality Index (QI) for each quality characteristic as below:
Number of non conformities
QI = -------------------------------------------------
Opportunities for non conformities
19. MEASUREMENT OF QUALITY: STEPS (Contd.)
4) Assign weightage (w) to each quality characteristic.
5) Work out Quality Index for the product by the following formula:
QI (product) = (w1 x QI 1) + (w2 x QI 2) + .... + (wn x QIn)
where w1, w2, .... Wn are weightages
QI1, QI2,..... QIn are quality indices
Note that w 1 + w2 + ....... + wn = 1
21. INDICATORS OF QUALITY LEVEL
Rework rate
Rejection rate
Failure rate
Number of customer complaints
Sigma quality level
Cost of poor quality (COPQ)
Cost of quality (COQ)
22. QUALITY COSTS
QUALITY
COSTS
COST OF ACHIEVING
QUALITY
FAILURE COSTS
(GOLD-IN-THE-MINE)
PREVENTION COST
APPRAISAL
COST
COST OF EXTERNAL
FAILURES
COST OF INTERNAL
FAILURES
23. ELEMENTS OF QUALITY
COSTS
PREVENTION COST
QUALITY TRAINING
SUPPLIER EVALUATION
MOTIVATION FOR QUALITY
QUALITY PLANNING
QUALITY AUDITS
PROCESS CAPABILITY STUDIES
CALIBRATION
25. ELEMENTS OF QUALITY
COSTS
COST OF INTERNAL FAILURES
COST OF REWORK/REJECTION
COST OF WARRANTY REPAIRS/REPLACEMENTS
TEST BED FAILURES
COST OF EXTERNAL FAILURES
LOSS OF GOODWILL/CONFIDENCE(INTANGIBLE)
26. QUALITY COST PROFILE WITH LITTLE SPENT
ON PREVENTION (TYPICAL)
EXTERNAL FAILURES
30%
INTERNAL FAILURES
35%
APPRAISAL
32%
PREVENTION
3%
PREVENTION
APPRAISAL
INTERNAL
FAILURES
EXTERNAL
FAILURESTOTAL QUALITY COST APPROXIMATELY
15% OF TURNOVER
27. EFFECT OF SPENDING MORE
ON PREVENTION(TYPICAL)
EXT ER N A L
F A ILUR ES
15%
IN T ER N A L
F A ILUR ES
35%
A P P R A IS A L
42%
P R EVEN T IO N
8%
PREVENTION
APPRAISAL
INTERNAL
FAILURES
EXTERNAL
FAILURESTOTAL QUALITY COST APPROXIMATELY
5% OF TURNOVER
31. W. EDWARDS DEMING
All processes and systems exhibit variability
Variability may be caused either by random
(chance) causes or special (assignable) causes
Assignable causes must be eliminated before
implementing any process improvement.
Variability due to chance causes should be reduced constantly
to strive for better quality
32. JOSEPH JURAN
Advocated “trilogy” of quality management
1) Quality planning
2) Quality control
3) Quality improvement
Introduced the concept “internal customers”
Introduced the concept of “operator self control”
33. PHILIP CROSBY
Do it right the first time
Zero defect should be the performance standard
Savings as high as 25% - 40% of sales turnover can be
achieved by eliminating rework/rejection/failures.
Dr. K. ISHIKAWA
1) Pioneered Quality Circle movement for bringing workers in
the mainstream of quality improvement.
2) Introduced Cause and Effect diagram
(also known as Ishikawa Diagram)
3) Popularized seven tools of quality
4) Launched companywide quality control
34. SHIGEO SHINGO
Taught the concept of poka-yoke i.e. error proofing of product/process
at the design and manufacturing stages
G. TAGUCHI
1) Introduced the concept of loss to the society due to poor quality
2) Cost of poor quality = Loss to the manufacturer + Loss to the society
3) Advocated robust design to take care of variations during
manufacture and service.